Hiring for Potential vs. Experience in MedTech: When to Take the Risk

One of the most common conversations I have with clients is about risk, not regulatory or financial risk, but hiring risk. Do you hire someone who’s done the job before, or someone who hasn’t, but clearly could?

In medical devices, the answer isn’t always straightforward. The sector moves quickly, and the right hire can make a huge difference to team performance, customer satisfaction, and innovation. However, it can occasionally result in the loss of exceptional individuals if you only choose those with demonstrated experience.

The Best Choice Isn’t Always the Safest One

It’s simple to see why so many businesses take it easy. Experience is crucial in the highly competitive, regulated field of medical technology. Employing someone with prior experience working with comparable products or clientele seems to be a performance guarantee. When there is pressure to produce results, their ability to get started quickly makes them appealing.

However, I’ve found that hiring someone solely based on experience can impede long-term development. It may result in groups of people with similar experiences and ways of thinking, which isn’t always conducive to creativity or flexibility. Sometimes the person who adds the most value is the one with strong transferable skills but less direct experience.

Spotting Potential in a Regulated Industry

When I assess candidates, I look at how they’ve learned, not just what they’ve done. Have they adapted quickly in previous roles? Do they take ownership when things go wrong? Can they communicate technical information clearly to different audiences?

These traits are what allow someone to step into a new area and succeed. They’re harder to measure than experience on paper, but they often predict performance better. The strongest MedTech teams I’ve helped build are those that balance a few proven experts with people who bring energy, curiosity, and fresh perspective.

When Taking the Risk Makes Sense

Hiring for potential works best when there’s support around the new hire. If you’ve got strong product training, clear processes, and a manager who’s willing to coach, it’s worth taking that chance. You’ll often get someone who’s highly motivated to prove themselves and who becomes a long-term asset.

The risk only increases when expectations are unrealistic, when companies expect immediate results without giving time to learn the product or navigate the regulatory environment. That’s when even the best-intentioned hires struggle.

A Recruiter’s View:

At Zenopa, I’ve seen both approaches succeed and fail. The difference comes down to clarity. If a company knows exactly what it needs from a role, and where it can be flexible, we can find the right balance between proven ability and growth potential.

My advice to hiring managers is simple: don’t dismiss a strong candidate too early because their background doesn’t perfectly match the brief. If they’ve shown drive, adaptability, and commercial understanding elsewhere, it’s worth a conversation.

Sometimes the best hires are the ones who haven’t done the job before, yet.

If you’re reviewing your MedTech hiring strategy or want to discuss where you can safely hire for potential, I’d be happy to share what’s working across the market right now.

For more information, you can visit our Medical Devices Recruitment page or get in touch today!